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Organizational Change
There are many organizations that use strategic planning to implement change in their services so that the facility runs in a more effective manner. Thus, the overall responsibility of healthcare providers is to offer the best level of care to their patients. For those organizations that follow the plan process, they have had solid outcomes with staff and patient feedback. During my period of research, I generally noticed that many healthcare providers shared the same mission, which was to serve patients with the highest quality care through performance measurements and improvement processes. The ways in which the effectiveness of organizational change will be determined once implemented is through a strong and thorough understanding of roles and positions. This can be achieved through deadlines and guidelines being set so that the protocol is followed in all aspects through measurement. Measurement offer the ability to gather quantitative values to subjective experience, thus enabling quality improvement in the desire to better the quality informed via performance measurement. The two truly are dependent on one another as dictated by the National Quality Center. Performance Measurement focuses more on the way the organization mechanizes within the organization. The Quality improvement gathers...
One finding that was discovered was the trend of structural closure: "...low levels of structural closure (i.e., structural holes) in a change agent's network aid the initiation and adoption of changes that diverge from the institutional status quo, but hinder the adoption of less divergent changes" (Battiliana & Casciaro, 2012). What these findings also remind one is to never underestimate the power and prestige of social influence and how it can motivate or undermine change. In order for any organizational change to be effective, one must also recognize that there will likely be some resistance to the organizational change: this resistance needs to be anticipated and a planned response needs to be developed. Generally there have been "two dominant yet contrasting approaches: the demonizing versus the celebrating of resistance to change... both of these approaches fail to address power relations adequately and, in so doing, raise practical, ethical and theoretical problems in understanding…
References
Battilana, J., & Casciaro, T. (2014). Change Agents, Networks, and Institutions: A Contingency Theory. Academy of Management Journal , 1-21.
Buchanon, D. (2013). Illusions and Delusions in the Organizational Change Process. Journal of Critical Postmodern Organizational Science, 7-15.
Oreg, S. (2011). Change Recipients' Reactions to Organizational Change. Journal of Applied Behavioral Science, 461-524.
Thomas, R., & Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 322-331.
Organizational Change Theory Organizational change O'Reilly, Charles a. & Michael L. Tushman. (2004). The ambidextrous organization. The Harvard Business Review. It is often said that generals are always trying to win the last war, rather than look ahead to what they need to do to succeed in the future. This is also true of business organizations, according to Charles O'Reilly and Michael L. Tushman's article "The ambidextrous organization" for The Harvard Business Review "Most
Organizational Change The Burke-Litwin Model contains twelve organizational variables. Each of these variables is interconnected, so that changes in one variable will affect the others. Also built into the model is the idea that change can occur as the result of a concerted effort to change multiple variables. Ideally, an organizational change program will be strongest when all of the different variables are aligned in the direction of the desired change.
Organizational Change in the Public Sector This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major
Exploring the complex web of meaning and interpretation attached to concepts like nostalgia would illuminate aspects of resistance in ways that current rationality-based theories do not. Greater attention to affect, identity, symbolism, aesthetics, and related subjects would provide a useful balance to change and innovation research. It is important to acknowledge the many sides of human beings and consider how they may figure in starting, sustaining, and resisting change. We
Organizational Change Plan Part II Change Methods The modern world demands for organizational change. Hospitals in particular need change to handle the growing problem of elopement or, intended leaving of a medical facility after person is aware of not having permission to do so. Organizational change to solve such a problem can come from several areas. Some of which may involve new leadership or new ways to assess any changes throughout the
Change Management Organizational Change Organizational change aims at ensuring that the implementation of changes in an organization is smooth and successful. Moreover, it ensures that the benefits of these changes are achievable (Burke 2010). The introduction of social media and technology has recently had much effect on business in the recent past. Accessing information by the organization is easier nowadays thus; the need for introducing changes to business to cope with the